Featured

Check Out My Latest Posts On My New Site

Just visit the new home of Adventures in Product at https://www.melissaburroughs.com/!

 

Advertisements

Middle-East-Meets-West Provides An Edge For B2B Tech Companies

San Francisco and Tel Aviv are two of the greatest cities in the world for tech, each with a distinct culture and unique benefits to offer.

I’ve underestimated the bandwidth my new role would leave me for posting to Adventures in Product. I want to offer an in-the-meantime piece, a byline I’ve written in my professional capacity:

Young Upstarts: Middle-East-Meets-West Provides An Edge For B2B Tech Companies

Excerpt:

San Francisco and Tel Aviv are two of the greatest cities in the world for tech, each with a distinct culture and unique benefits to offer.

Leadspace was founded in 2010 and maintains offices in both San Francisco and just outside Tel Aviv in Hod HaSharon, Israel. In our experience, having offices in both locations is ideal for a B2B tech company because the complementary strengths of the two locales open the door for fast and sustained growth.

I’d love to hear what you think of it!

BRB!

Having joined a neat tech start-up, I find myself low on writing time lately.

BRBDear Reader,

It’s been a few weeks since my last post, and I owe you the New Feature Commercial Plan series’s last installment. I wish this was it!

Having joined a neat tech start-up, I find myself low on writing time lately. I hate to delay the series, but I want to put together a useful closing piece. I need a few more weeks to do that.

Thanks for your patience. I’ll be back soon!

Melissa

A New Feature’s Commercial Plan: Steps 3 – 5

Knowing the customer and how they see the feature will shape my message.

(8m reading time)checkboxes

In this series I discuss feature launch announcements. In the first post I covered the feature-owner interview and introduced the Big Picture Framework (“the framework”). In the second post I stepped through the framework’s first, critical elements and how they guide the interview. In this post I talk about how to pull all-important value proposition out of the interview.

Continue reading “A New Feature’s Commercial Plan: Steps 3 – 5”

A New Feature’s Commercial Plan: Steps 1 and 2

Understanding the business goal helps me figure out the core value of the feature I need to highlight.

(7m reading time)

In the first post in this series I talked about the under-appreciated power of good feature launch announcements. I also put money on an interview with the upcoming feature’s owner as the best place to get information for those announcements. Finally, I touched upon the Big Picture Framework for constructing a go-to-market strategy. In this post we dive into how the Big Picture Framework drives a killer feature-owner interview.

Continue reading “A New Feature’s Commercial Plan: Steps 1 and 2”

Product Management at the Edges

Originally posted on Strategy D:
Over the past 20 years of being in or near product management roles, I noticed that people’s understanding of product management and product marketing were varied. Two people might be discussing product marketing, yet have completely different views of what that role should accomplish. Part of this confusion was failing…

(4m reading time)

“Adventures in Product” has seen a few weeks of tumbleweeds recently due to my international travel through the month of January. Such is the plight of the single-author blog. I’m currently getting my head back on straight and working to resume the New Feature’s Commercial Plan series. I want to offer you in the meantime a fantastic post published recently on Strategy D.

While a product manager, I often encountered the problem of having a misunderstood role. Few professionals are aware of the fluidity between product management and product marketing. Many are surprised by how much the responsibilities of each can differ between companies. And by the many names under which each discipline can operate–Technical Product Marketer, Product Strategist, Product Owner, Category Manager, and many more! The product world (like much of tech) feels fraught with arbitrary, confusing titles.

Fear not, gentle reader. Strategy D’s “Product Management at the Edges” offers clarity.

Note this post is the second in a series of really good posts on Strategy D.

Strategy D

Over the past 20 years of being in or near product management roles, I noticed that people’s understanding of product management and product marketing were varied. Two people might be discussing product marketing, yet have completely different views of what that role should accomplish. Part of this confusion was failing to understand that the role has many different responsibilities, with the three main areas being the strategy, marketing and technical domains. Discussing the edges of the PM triangle model should help better define the specialty aspects of product marketing and product management – overall.

Featured imageIn our last post we discussed the corners of the Product Management (PM) triangle model. Each of the corners defines a focused specialty of the profession. Shown in the first Triangle, the technically focused PM is aptly called a Technical PM, the marketing corner focused PM is Tactical Product Marketing, and the strategy corner is the…

View original post 719 more words

6 Simple Steps to a New Feature’s Commercial Plan

A technique for writing a better feature launch announcement, which ensures I catch hidden value, even in mundane-looking features.

new-arrow_890_large(3m reading time)

When a company releases an update to its software that includes a new feature, it’s up to the product marketer to figure out whether, when, and how to tell the world about it. Every marketer has their own approach, and for some, experience boils this down to instinct. As I work to build my own instincts, I learn new techniques. Check out what I picked up recently.

Continue reading “6 Simple Steps to a New Feature’s Commercial Plan”